EDITOR INTERVIEW In conversation with...

Jane James, Senior Advisor, Corporate Affairs: Global Support Europe Manufacturing, Chevron Oronite & Lubricants

Your route into the lubricants industry was not via the typical trajectory – how did this shape your career destination and how has this route informed your role today? I’ve always loved communicating; throughout my career, the satisfaction gained through communicating ideas and information to an audience has always motivated me. From agriculture and the food industry, working with youth charities and now to the energy industry, my roles have all involved conveying a message. My current role sees me communicating internally with employees and externally with stakeholders, helping people to access and understand the information they need. Primary industries power the world in a variety of ways which continue to evolve; it’s essential that good communication is at the heart of the business.

There is growing acceptance within our sector for greater diversity and inclusivity – what is the difference and why does diversity matter? Diversity is what you have – but inclusion is what you do with it. Chevron believes that a diverse workforce together with an inclusive culture strengthens business performance and leads to greater success. Simply put, it creates an environment that allows people to bring their authentic selves to work and perform at their best. Many studies show the direct link between gender diversity and business outcomes and they conclude that “women are good for business.”

What are the barriers to achieving diversity? And what are the first steps that a company needs to consider to commit to transformation? Historically, our industry sector has had fewer women in senior, engineering and technical roles. This legacy may have been a barrier but with increasing levels of support in Science, Technology, Engineering, Mathematics (STEM) education, the pipeline of women pursuing technical roles is improving. Chevron


is committed to advancing STEM opportunities for women and underserved communities.

How is Chevron incorporating these strategies in its day-to-day practice? Through its Diversity and Inclusion team, Chevron examines all aspects of the employee experience, from hiring to retention and attrition and career development. Chevron has introduced: • Diversity and inclusion accountability metrics for the corporate executive management committee

• Diversity Action Plans required for nearly every employee’s performance review, from the chairman down

• Diversity Councils and Employee Networks established with over 20,000 members around the world

• Mentoring and sponsorship programmes created to support career development.

At last month’s ‘Women in the Lubricants Industry’ conference one of your key messages was ‘model behaviours you want to see’ – can you elaborate? We need leaders who can create truly inclusive cultures, environments where women and men have equal opportunities to make contributions, drive change and advance to leadership roles. Through Chevron’s membership of the Catalyst organisation we have established the MARC initiative – Men Advocating Real Change. This recognises that supporting the advancement of women is paramount for us to succeed as a company, especially in an industry like ours that is two-thirds male. Everyone has the responsibility to be inclusive and model the right behaviours: start by looking at self and examining your own unconscious barriers, discourage exclusive behaviours, start with easy and practical intentional actions each day.

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